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A grounded theory examination of project managers' accountability
Affiliation:1. Singapore University of Technology and Design, Lee Kuan Yew Centre for Innovative Cities, Level 2, Building 3, 8 Somapah Rd, 487372, Singapore;2. Delft University of Technology, the Netherlands;3. Norwegian Business School BI Oslo, Norway;4. Vrije Universiteit Amsterdam, the Netherlands;5. University of Twente, the Netherlands
Abstract:26 interviews were conducted with a snowball sample of project managers to explore how project managers were influenced by accountability arrangements and how they responded to accountability demands. Using a grounded theory approach to code the interview data, this study revealed that project managers develop new skills to respond to accountability demands. These effects are facilitated by the interaction of resource-based mechanisms and reflexivity that interact with the contextual factors of the project. The study broadens the understanding of accountability in project management and suggests a model for further empirical examination.
Keywords:Accountability  Effect of accountability  Project management  Grounded theory
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